This presentation by Debra Tattrie from the Treasury Board of Canada Secretariat, was made at the Public Employment and Management Expert meeting on "Senior Civil Service: Performance, Accountability and Organisational Success" on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.

1. Performance and Talent Management
A Canadian Perspective
Expert Meeting
26 November 2015

2. Objectives
• Overview of performance management in the
Canadian federal government
• Executive talent management
• Challenges
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“You can’t move…Canada forward without the full
engagement and cooperation of your public service.”
- Scott Brison, Treasury Board President

3. People management lifecycle
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Recruitment
and Hiring
Workplace
Performance and
Development
Compensation and
Benefits
Retirement
• Effective people management is essential to the efficiency of the
Public Service of Canada and the quality of services offered by the
government for Canadians
• There has been significant progress in modernizing human
resources management, including: pension reforms, introducing
performance and talent management, modernizing pay.
There are opportunities to better recruit, retain, develop and
manage the workforce.
There are opportunities to better recruit, retain, develop and
manage the workforce.

4. Performance Management
• Performance management is key
to people management of the
Canadian public service
– Focusing on performance and
productivity of individuals, teams
and organizations
• engaging in broad discussions on talent
• giving ongoing performance feedback
• identifying learning and development needs
• ensuring better utilization of skills and
experience
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The proper implementation of
performance management in
the public service can help
build and maintain trust
between employer and
employee, and create
conditions to allow all
employees to contribute and
provide world-class service
to Canadians.
Performance management is crucial in developing and maintaining a
highly skilled and high performing workforce.

5. Workforce for the future
Talent management is central to building a workforce for today
and the future. Aligning talent to business needs through:
• Strategic workforce planning
– increased agility and greater mobility
– innovation and personal development
• Strong recruitment efforts
• Representative workforce and a workplace of choice
• Modern HR management tools, e.g.: improved people
analytics, integration between financial and HR systems,
performance management applications
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Recruitment and staffing processes need to be more nimble,
focused on outcomes and people, and respond more quickly to
changing priorities - focus on long-term plans that lead to success.

6. • Strategic & Creative Thinking: I.e. Global outlook, political savvy,
innovation, business acumen, interdisciplinary capabilities.
• Leadership / Communication / Collaboration: I.e. Ability to work
horizontally, collaboratively, to forge partnerships, effective
stakeholder engagement & networking. Communicating complex
information, knowledge generation/mobilization.
• Policy development, project management, business case
development, vendor management and contract design.
• Entrepreneurial skills, commercial literacy, IT and business
reengineering skills.
• Digital literacy, big data analysis, user centric focus .
SPECIALIST
GENERALIST
Skills of the Future
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Strategic workforce planning and recruitment efforts focus on the
skills and competencies required for today and the future.

7. Performance and Talent Management
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8. Performance Management (cont’d)
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9. Performance Management Program
for Executives
• The Performance Management Program for Executives
is designed to encourage excellent performance by:
– setting clear objectives and evaluating the achievement of
results;
– recognizing and rewarding performance;
– providing a framework within which a consistent approach to
performance management can be applied.
• Executives are assessed on the level of achievement of
commitments as well as on the demonstration of the
Key Leadership Competencies.
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10. Corporate Priorities
• The government-wide corporate priorities for executives play an
important role in achieving Public Service-wide results in support of the
Government’s agenda and in meeting the expectations of Canadians.
• The 2015-16 corporate priorities are:
– Talent - The Public Service must recruit and develop individuals
with the skills and competencies to serve Canadians effectively in
the future
– Workplace Health – The Public Service must show leadership in
building a healthy, respectful and supportive work environment.
• These corporate priorities are supplemented by additional
departmental specific commitments.
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11. Performance Pay for Executives
• In recognition of the specific nature and scope of their work,
executives are compensated differently than other
employees. Executive pay is divided into two components:
base salary and performance pay.
• Performance pay is calculated as a percentage of base
salary and is a function of executive’s performance rating.
• The government reports publically on performance pay
expenditures each year.
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12. Key Leadership Competencies
• The selection, learning and development, talent and performance
management of public service executives is based on a common
set of leadership competencies.
• A new leadership competency profile (2015) was adopted to
respond to the challenges of a rapidly changing environment. The
2015 Key Leadership Competencies are:
– Create Vision and Strategy
– Mobilize People
– Uphold Integrity and Respect
– Collaborate with Partners and Stakeholders
– Promote Innovation and Guide Change
– Achieve Results
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13. Executive Talent Management
• Managing executive talent is a shared responsibility between
individuals, managers, and departments.
• Talent Management is about ensuring that executives are matched
to the right job for their skills, competencies and career plans.
• Talent management is also about ensuring that departments can
attract and retain the right people to deliver on their mandate and
meet government priorities.
• OCHRO provides guidance and data to departments to facilitate
talent management of executives.
– An integrated online system collects talent and performance
management data for all executives in the public service.
• OCHRO also plays a key role in managing Assistant Deputy
Ministers as a Public Service-wide corporate resource and
identifying those who have the potential to become Deputy
Ministers. 13

14. Challenges
• Improving the performance management process:
– Timeliness
– Effectiveness
– Streamlined
• Creating a clear and measurable link between
employee performance and business outcomes.
• Making talent management the framework for
managing people.
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15. Closing
“…each and every time a government employee
comes to work, they do so in service to Canada, with
a shared mutual goal of improving our country and
the lives of all Canadians.”
- Justin Trudeau, Prime Minister of Canada
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